Having a concrete plan with estimates is important. Assigning some "point value" to them, which variously means "complexity", "man-day-equivalent", "man-sprint-

Having a concrete plan with estimates is important. Assigning some "point value" to them, which variously means "complexity", "man-day-equivalent", "man-sprint-equivalent", and possibly others depending on (arbitrarily applied) context and individuals involved, is the gateway to micromanagement. It's entirely possible to provide meaningful estimates of both complexity and time-to-implement without resorting to story point formulations or any particular PM framework. "This will take about 6 weeks and has a few dependencies and unknowns that make it moderately risky to take longer." Rephrasing that as "This will take 3 sprints and has a story point value of 8 points per print" doesn't add any value, except from management's perspective as a way to put some "objective" quantification to the problem of estimates and deliverables.